Delivery of Government Service to Civics through Mobile

Governance (m-Governance) in India

Niranjan Singh

and Hemant Kumar Malviya

PhD Research Scholar of Public Administration, Department of Political Science, Faculty of Social Science, Banaras

Hindu University

Department of Social Science Banaras Hindu University

Keywords Service Delivery System, Mobile Governance, empowering, Indian citizens, e-Governance, ecosystem.

Abstract: In our country INDIA vast mobile phone subscriber are present in data more than 50 crore.

Were m- Governance is now growing, not only in developing countries, but also in the

developed countries. India is a developing, in the field of digital India play an important role

to developed their Service Delivery System with targets to employ the vast reach of Mobile

Governance (m-Governance) and tie together prospective of mobile applications to permit

easy services accessible to the civic in his own place, through common service delivery

outlets, reliability, oath the productivity, and transparency of such services at very reasonable

costs to appreciate the fundamental requirements of the civics, principally in the rural areas.

India plan to create unique infrastructure with oath of anywhere anytime Mobile Based

Services, develop appropriate technology platforms, adopt suitable standards, without cutting

civic pocket to delivered services, and also plan to implement awareness programs, principally

for people in rural areas along with ecosystem with m-Governance in the country. In This

research we study and analysis the basis need of the government department to empowering

the availability of civic services through mobile at very minimal costs for delivering civic

services through mobile. In our country, millions of beneficiary not access internet due to rural

areas. Less lucky beneficiaries are now access Internet has no sensible chance of retrieving

Government Public Services. But, the situation has been changed completely during the last

era, both in terms of the infiltration of mobile devices as well as their computing capabilities.

Given the fact that mainstream of Indian citizens reside in rural areas, so they are not easily

entrance e-Governance.

1 INTRODUCTION

The Government of India takes a universal of

National e-Governance Plan (NeGP) (NeGP, 2018)

and view of e-Governance initiatives across the

country, assimilating them into a collective vision.

From this idea, an enormous countrywide

infrastructure reaching down to covering remote

area of villages which is also being developed, and

in large-scale digitization of data records is taking

place to permit easy and reliable access over the

internet from any were. The ultimate objective is to

bring public services is nearer home to the

populace, as articulated in the Vision Statement of

NeGP: "Make all Government services accessible

to the common man in his locality, through

common service delivery outlets, and ensure

efficiency, transparency, and reliability of such

services at reasonable costs to realise the basic

needs of the common man their act ".

1.1 Principles of Good Governance:

1.1.1 Principles

The UNDP Principles and related UNDP text on

which they are based.

1.1.2 Legitimacy and Voice Participation

Civics should have a voice in decision-making,

either directly or through legitimate intermediate

institutions that represent their intention. Such

broad participation is built on freedom of

Singh, N. and Malviya, H.

Delivery of Government Service to Civics through Mobile Governance (m-Governance) in India.

DOI: 10.5220/0010276700002309

In Proceedings of Airlangga Conference on International Relations (ACIR 2018) - Politics, Economy, and Security in Changing Indo-Paciﬁc Region, pages 331-336

ISBN: 978-989-758-493-0

331

association and speech, as well as capacities to

participate constructively.

1.1.3 Consensus orientation

Good governance mediates differing interests to

reach a broad consensus on what is in the best

interest of the group and, where possible, on

policies and procedures.

1.1.4 Direction Strategic Vision

Leaders and the public have a broad and long-term

perspective on good governance and human

development, along with a sense of what is needed

for such development. There is also an

understanding of the historical, cultural and social

complexities in which that perspective is grounded.

1.1.5 Performance Responsiveness

Institutions and processes try to serve all

stakeholders.

1.1.6 Effectiveness and efficiency

Processes and institutions produce results that meet

needs while making the best use of resources.

1.1.7 Accountability Accountability

Decision-makers in government, the private sector

and civil society organizations are accountable to

the public, as well as to institutional stakeholders.

This accountability differs depending on the

organizations and whether the decision is internal

or external.

1.1.8 Transparency

Transparency is built on the free flow of

information. Processes, institutions and

information are directly accessible to those

concerned with them, and enough information is

provided to understand and monitor them.

1.1.9 Fairness Equity

Civics have opportunities to improve or maintain

their well-being.

1.1.10 Rule of Law

Legal frameworks should be fair and enforced

impartially, particularly the laws on human rights.

2 LITERATURE SURVEY

In this paper, Mrs Michael C. I. Nwogugu

(Connelly et al., 2016), author say T-Mobile’s

strategy, Strategic Alliances and decisions were

sub-optimal, and could have resulted in

Deadweight Losses and reduced Social Welfare (in

terms of increased uncertainty; employee morale;

the adverse effects of T- Mobile’s and adverse

effects of the stock market; apparent financial

distress on its customers, suppliers, employees and

shareholders). T- Mobile’s Corporate Governance

problems illustrate the weaknesses of

Goodwill/Intangibles accounting (GAAP and

IFRS), the securities regulation in the US and

European Union, Sarbanes Oxley Act, the US

FSOC’s “Non-financial SIFI criteria” and the

Dodd Frank Act. This article:

i) Introduces theories of, and biases in

Corporate Entrepreneurship, enterprise-

risk management and Corporate

Governance.

ii) Reviews the earnings management, asset-

quality management and poor strategic

decision making within T-Mobile during

2010-2014.

iii) Provides evidence of, and Strategic

Decisions and characterizes Regulatory

Failure within the context of Corporate

Entrepreneurship.

iv) Characterizes T-Mobile’s problematic

strategic alliances; and provides evidence

of patterns of failed strategic decisions.

v) Summarizes key factors that may affect

company’s’ receptiveness to corporate

venturing proposals.

This research paper, (Mitra et al., 2016) Past

review has found that implementing complex

competitive varieties is challenging, but firms

advantage from doing so. Our examination of the

antecedents and consequences of complex

competitive repertoires grows a more nuanced

perspective. We use agency and tournament

theories, correspondingly, to examine how key

governance mechanisms ownership arrangement

and managerial compensation help shape firms’

competitive ranges. Data from 1,168 firms in 204

industries disclose that difficulty initially harms

ACIR 2018 - Airlangga Conference on International Relations

332

presentation, but then becomes a positive factor,

excepting at high levels. We find that the principals

of activity theory and the pay gap of competition

theory are both important backgrounds of modest

complexity, and a communication exists wherein

companies build especially complex ranges when

both impacts are strong.

In this articles authors write, (Mobile One,

2018) International evidence of the value of m-

governance The International Telecommunication

Union of the United Nations cites a few examples

of current m- governance international practices on

services through a central SMS platform known as

One SMS provides and more than 300 mobile

government information. M-Gov has platforms for

the disabled and citizens with special needs to

access prompt police and emergency services. At

the end of 2009, more than 3.3 million mobile

government transactions had been conducted by

citizens (UNDESA 2010). Lawyers to enquire

about and receive SMS responses to legal

information and Turkey’s SMS Judicial

Information System enables citizens, such as dates

of court hearings, ongoing cases, and suits or

claims against them.

In Turkey and Norway, pay their taxes via SMS,

along with a reminder of the next tax payment

deadlines and government revenue authorities use

mobile phone applications to help citizens to query.

In Kenya, Nairobi’s People’s Settlement Network

uses mobile phone through mobile websites and

smartphone applications, the government of South

Korea receives real-time civil complaints and policy

suggestions from its citizens. Applications to

organize citizens and rally against illegal evictions,

drawing government’s attention to the need for

immediate action in favour of the victims.

In this research paper, Mr Somnath Mitra et. Al.

(Nwogugu, 2015) write efforts to collate and derive

insights from various creativities on mobile

governance by local bodies and Urban in India. The

paradigm shift from e-governance tom-governance

results in radical alterations in the key processes of

creating, maintenance and usage of knowledge,

formation of protected mobile transaction and

delivery system, establishment of the appropriate

infrastructural support for multi-mode direct citizen

interface and delivery mechanisms. The first

generation e- governance creativities by urban local

bodies resulted in computerization of the legacy

practices/ systems in government with limited ability

to adopt the improvements in information and

communication technologies (ICT). The paper

classifies the various mobile app use case situations

for residents, system integrators, urban local body

managers, data services provider, telcos, and other

stakeholders.

From NEWS Articles Mobile One: Governance at

your fingertips, [6] The Karnataka government’s

Mobile One platform proposals completed 4,000

services, from both the public and the private sector.

This is one of the main features that distinguish it

from other such initiatives, and digital divides, helps

in bridging social, and urban-rural says Rathan

Kelkar, chief executive of the centre for e-

governance. Mobile One offers the same user

interface across all channels and is device-agnostic.

Although he claims he is not tech-savvy, the MBBS

graduate who joined the civil service spearheads the

project, and leads a team of 15 working on Mobile

One.

This skew is reflected in the mainstream of

services that Mobile One offers, tele-density of

phones in rural Karnataka the number of telephones

per 100 people is 46.24, against the tele-density of

167.20 in urban Karnataka. Which are useful mainly

to those in the urban areas. Kelkar said the success of

the project depends on how departments leverage the

platform. “The biggest challenge is going and

convincing and getting the back-end and the

databases ready. The departments have to be e- ready

to become m-ready.”

Anand Parthasarathy, editor of India Tech Online,

who served on the panels for various e-governance

awards, said Mobile One’s simple interface and mix

of private and public facilities make it a model other

state governments can emulate instead of creating

everything from scratch. Services from government

departments are free, while private providers are

charged a fee for using the platform. For certain

services, users pay a convenience fee.

Figure 1: How frequently you access Internet.

One of the main criticisms of electronic and

mobile governance is the lack of a sustainable

Delivery of Government Service to Civics through Mobile Governance (m-Governance) in India

333

revenue model, but Mobile One seems to have

figured it out. It has generated about Rs.4 crore in

revenue so far, almost matching its government

grant of Rs.3.99 crore for 2014-15. Currently there

is no option to search for services.

3 CHALLENGES IN PROPOSED

WORK

Not only in our country (INDIA), But also in other

developing country, millions of beneficiary not

access internet due to rural areas.

Figure 2: Do you believe that old Government processes

should be re-designed?

Less privileged beneficiary without access

Internet have no realistic chance of retrieving

Government Public Services. But, the scenario

has been changed completely during the last era,

both in terms of the penetration of mobile

devices as well as their computing capabilities.

Given the fact that mainstream of Indian citizens

reside in rural areas, so they are not easily access

e-Governance.

Figure 3: Do you trust online services?

4 HYPOTHESIS

Observed usefulness and comfortable impact of the

user’s attitude towards using m- Governance

services.

Apparent responsiveness will effects the citizens’

satisfaction.

Target to use m-Governance services positively use

and their effects on the actual use of m-Governance

services

5 ANALYSIS AND REPORTS

In this research we use basically primarily

exploratory research method which is Qualitative,

where interviews data analysis is used.

M-GOVERNANCE HAS REDUCED

CORRUPTION

Figure 4: m-Governance has reduced corruption.

But also include Quantitative, Correlation/

Regression Analysis, and Meta-Analysis. When we

study we found that the proposed initiative on m-

Governance will seriously depend upon the aptitude

of the Government Departments to provide regularly

required civic services to their beneficiary.

Figure 5: m-Governance offers Error free transaction.

For which we collect data from primary data

collection technique which is explain in Data

ACIR 2018 - Airlangga Conference on International Relations

334

Collection section. 92% civics were used internet in

their daily life show in figure 1.

When we study we found that the proposed

initiative on m-Governance will seriously depend

upon the aptitude of the Government Departments to

provide regularly required civic services to their

beneficiary.

Figure 6: Education :( highest level)

This theory was verified by figure 2 were 94% civics

agree with redesign the old government process

Figure 7: What is the most important factor according to

you when you think of any Government services?

Generate infrastructure for anywhere anytime

Mobile Based Services, accept suitable standards,

develop suitable technology platforms, minimised the

cost of services, and create awareness, principally for

people in urban and rural areas which is 24 hour

available figure 9.

m-Governance Projects ensures security of

transaction

■ Strongly Agree Agree ■ Nether Agree Nor Disagree ■ Disagree *• Strongly Disagree

Figure 8: m-Governance Projects ensures security of

transaction.

In this research we study and analysis the basis

need of the government department through which we

analysis the Centralized Mobile Gateway (CMG) for

empowering the availability of civic services through

mobile at very minimal costs and also error free

transaction report show in figure 5 with reduce

corruption survey report show in figure 4, for

delivering civic services through mobile.

Figure 9: It is good to have 24*7 Service availability online.

Data Analysis of the given civic service, through

feedback of civics. Civics were more trust then other

base service show from figure 3.

Data collecting for analysis is taken from two

cities and villages of two Uttar Pradesh and Madhya

Pradesh states.

m-Governance Improves quality of services

90%

80%

70%

60%

50%

40%

30%

20%

10% .

0% ’ ’ ’ Strongly Agree Agree Neither Agree Disagree Strongly

Nor Disagree

Disag

ree

Figure 10: m-Governance Improves quality of services.

From this analysis it is clear that citizen want fast

and economic service from their government, but we

know m-Governance quality of service is very good,

m-Governance proved error free transaction with

24*7 service availability with online. In India civics

were happy from this m-Governance service. It is

clear from figure 7.

Delivery of Government Service to Civics through Mobile Governance (m-Governance) in India

335

Figure 11: Citizen Expectations for Government services

m-Governance project reduces cost of obtaining Service

Figure 12: m-Governance increases efficiency in

Government services.

This research show if this m-Governance will

applied in other country also then its result become

more efficient in term of service delivery to civics in

ground. In some country it was also used but most of

the country was not implemented this technology.

From this research analysis m-Governance was

most important tools for service delivery for common

people with transparency, Error free, Economics, and

most important fast delivery and it will increases

efficiency of any government in any country.

6 CONCLUSION

In this research we propose to study and analysis of

m-Governance which is run by the government

Department for delivering civic services. M-

Governance was empowering the availability of civic

services with economics and corruption free. m-

Governance is an extension of e-Governance

services, reality of e-Governance services is it was not

easily available to rural area beneficiary. Also for

which are unable to access services through internet.

The crucial impartial of m-Governance wits in the

proposed CMG is to improve the bottom-up

contribution. The mobile-based advanced public

services to be deployed under the domain of this

CMG and implementation policy are designed at

extending the access of services to every section of

society. This research was show that, if m-

Governance will applied in other country also then its

result become more efficient in term of service

delivery to civics in ground. In some country it was

also used but most of the country was not

implemented this technology. Our research analysis

show m-Governance was most important tools for

service delivery for common people with

transparency, Error free, Economics, and most

important fast delivery and it will increases efficiency

of any government in any country.

REFERENCES

National E-Governance Plan (NeGP) Annual Report at.

National E-Governance Plan (NeGP) Annual Report at

http://www.mit.gov.in/content/national- egovernance-

Plan.

Brian L. Connelly, Laszlo Tihanyi, David J. Ketchen

Jr,Christina Matz Carnes,And Walter J. Ferrier, 4 April

2016, “Competitive Repertoire Complexity:

Governance Antecedents And Performance

Outcomes”, Strategic Management Journal, Strat.

Mgmt. J., Wiley Online Library

(wileyonlinelibrary.com) DOI: 10.1002/smj.2541.

Somnath Mitra, M.P. Gupta, and Jaijit Bha, 2016, “Mobile

Governance in Indian Urban Local Bodies: An

Exploratory Study”, Social Media: The Good, the Bad,

and the Ugly, https://doi.org/10.1007/978-3-319-

45234- 0_55, Springer, pp 619-627.

Mobile One: Governance at your fingertips.

Nwogugu, Michael C. I., June 1, 2015, “The Case of T-

Mobile USA, Inc. (2010-2014): Failed Strategic

Decisions, Corporate Governance and Business

Processes”,. Available at SSRN:

https://ssrn.com/abstract=2628317 orh

ttp://dx.doi.org/10.2139/ssrn.2628317

Live Mint Last Modified: Mon, Jun 29 2015.

E Sekyere, O Tshitiza and T Hart, March 2016, “Levering

m-governance innovations for active citizenship

engagement”, Human Science Research Council,

Policy Brief 18.

m-Governance increases efficiency in Government

services

■ Strongly Agree ■ Agree ■ Neither Agree Nor Disagree m Disagree ■ Strongly Disagree

m-Governance project reduces cost

of obtainin

Service

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